Abstract
Customer Process Management (CPM) is not a new term. This phrase has been emerged in academic article since 1999. The CPM expression has received increasing attention from researcher, consultants, practitioner from technology and application firms. The consultants and practitioners introduced customer process management software during 2003-2008 since most Customer Relationship Management (CRM) initiatives failed. The following years, CPM attracted less attention from academics as well as practitioners, until Prof. Michael Rosemann in 2014, a Business Process Management (BPM) leading expert, called for new BPM research directions. One of his suggestions was to conduct research in CPM, which will complement the dominating current view of BPM. To the best of our knowledge, there is no literature review article to examine CPM. Therefore, the research question of this paper: What is the current state-of-the-art research on CPM in academic literature? This research questions will be breakdown into two research objectives. First, present an overview of existing academic literature on CPM. Second, develop potential topics for future research in this field. The results of this study show that there are many opportunities to conduct research in this area.
Highlights
The term “Customer Process Management” (CPM) began to appear more or less 10 years ago
It was observed that many of these papers, Google Scholar results for CPM keyword, completely do not have a word CPM at their articles
This paper carried out a literature review highlighting the state-of-the-art of CPM research
Summary
The term “Customer Process Management” (CPM) began to appear more or less 10 years ago. The articles from consultants and practitioners of technology and application firms emerged simultaneously (Fingar, 2003; Ventana research, 2006). The background of the emerged of this term was because of Customer Relationship Management (CRM) failure. Inc., the world’s leading information technology research and advisory company, revealed two-thirds of CRM initiatives failed (Fingar, 2003). Some of leading information technology and application firms modified their CRM software at that time. They called the concept underpinning their new application was customer process management and named their application customer process management software
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